A Conversation with Jeff Glueck, Founder & CEO of Salvo Health

August 1, 2025

By The Artemis Fund
The Artemis Fund believes technology can create prosperity for all. With offices in New York, Texas, Massachusetts, and Nevada, Artemis leads seed rounds for companies creating resilient families, individuals, and businesses across the US.
The following conversation took place live at the first annual Artemis Hunters Summit in Los Angeles earlier this year. We brought together our founders, LPs, and coinvestors for three days of candid conversations about building enduring companies.
Jeff is the Founder & CEO of Artemis portfolio company Salvo Health. Formerly, he was the CMO of Travelocity, and CEO of Foursquare. His reflections on leadership, pivots, and scaling with integrity struck a chord, and we thought the learnings could be valuable for our broader community. We’re excited to share this adapted interview.

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Diana Murakhovskaya (GP, The Artemis Fund): You’ve led and scaled companies through multiple industries and stages. How has your leadership evolved?
Jeff Glueck (CEO, Salvo Health): I’m still learning how to be a good CEO! Leadership shifts with each company and stage, but some principles stay the same. I think of it as managing a triangle: Mission, Economics, and Culture. Great leaders align purpose, a clear financial engine, and a culture that supports both. That’s what I’ve tried to do at every stop, from Travelocity to Foursquare to Salvo.
At Travelocity, after our startup site59 was acquired, we helped shift the business from 80% air revenue to 80% non-air over eight quarters. That was huge for margin expansion. At Foursquare, we pivoted the business from consumer to enterprise by building B2B products around location intelligence, growing revenue 10x during my time there.
Diana: What advice would you give to founders stepping into the CEO role for the first time?
Jeff: First, lose the idea that you’re a servant leader. That works in management, but as a CEO, you have to lead. That means staying 30,000 feet above the org chart, understanding your economic constraints, and making calls that might be unpopular.
Second, adopt the First Team principle. Your execs need to prioritize the company over their departments. The shift from functional loyalty to enterprise leadership is where alignment really starts.
Finally, great CEOs tend to embrace the Stockdale Paradox: the ability to balance unshakeable optimism with brutal realism. You have to be demanding without panicking, and steer clear of swinging between blind optimism and doom-and-gloom pessimism.
Diana: What should founders know about building trust and navigating board relationships?
Jeff: Transparency builds trust. Share the good and the bad, fast. Founders shouldn’t treat every board meeting like a pitch. Your board is a partner, not an audience.
Diana: You pivoted Foursquare’s entire business model. What triggered that?
Jeff: CAC and LTV. When I joined, the consumer business model didn’t work. LTV was $1.25. CAC was $15–25. The more we grew, the more we lost. But we had 10M+ users giving us real-world data. That became our differentiator. So we built tools for Uber, Snap, Twitter, TripAdvisor, and hundreds of devs. We had the richest dataset of where people actually go, globally.
Diana: What did it take to realign the company around that new model?
Jeff: It was painful. Some early team members left. They were D2C loyalists. But we reframed the mission. Instead of reaching 10M people directly, we could now power apps reaching hundreds of millions. It became a platform play, and people rallied around that. Even a down round became a signal that we had conviction and clarity.
Diana: What’s your best advice for fundraising in today’s market?
Jeff: Solve real problems. Don’t chase AI or climate just because everyone else is. At Foursquare, even with crypto pressure from top-tier investors, we stayed focused on solving a real problem with ML. Same at Salvo. We’re a hybrid healthcare platform serving women with chronic gut and metabolic issues. Of our patients, 88% are women. That’s not a trend. That’s a structural gap in care.
I only take meetings with investors who understand care delivery and want to build a better healthcare system. If someone’s chasing SaaS margins without delivery complexity, they’re not the right partner.
Diana: What inspired your leap into healthcare?
Jeff: Personal experience. My wife and I lost a child. That, plus raising twins, reshaped how I view health. We realized how critical gut health is to overall wellbeing. And how little the system is set up to support people, especially women, with these chronic but under-discussed conditions.
Diana: What lessons from tech and data infrastructure are you bringing to Salvo?
Jeff: Salvo is a data company, like Foursquare was. At FSQ we built 13B points of groundtruth. Here, we get updates 3x/week from patients over 7–8 months. That’s rich longitudinal data, not just a 10-minute check-in every 6 months. It’s the future of whole-person care.
Diana: What makes a startup successful?
Jeff: Fit. Fit between your mission, your model, your team, your investors. When you align those and lead with integrity, the rest follows.
We believe once in a generation companies will be built by unexpected founders. If that sounds like you, pitch us here!

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